The Impact of Resilient Leadership on Employee Deviant Innovation: A Moderated Two-tier Mediation Model

Xiaolong Wang; Jianhua Wu

doi:10.54691/ac3ggn84

Authors

Xiaolong Wang
Jianhua Wu

DOI:

https://doi.org/10.54691/ac3ggn84

Keywords:

Resilient Leadership; Deviant Innovation; Psychological Capital; Harmonious Work Passion; Environmental Uncertainty.

Abstract

Leadership style is one of the important antecedents affecting employees' deviant innovation behavior. However, as a new leadership style in the VUCA era, no scholars have studied the relationship between resilient leadership and employees' deviant innovation behavior. Based on self-determination theory and social exchange theory, this paper explores the predictive effect of resilient leadership on employees' deviant innovation behavior, its mechanism and boundary conditions, and expands the influence results of resilient leadership and the predictive antecedents of employees' deviant innovation. The hierarchical regression analysis technique was used to analyze 422 employee sample data from the network questionnaire survey. The results showed that: the resilient leadership positively affected deviant innovation, psychological capital and harmonious work passion; Psychological capital and harmonious work passion have positive effects on employees' deviant innovation; Psychological capital and harmonious work passion play a mediating role between resilient leadership and deviant innovation; Environmental uncertainty moderates the promoting effect of resilient leadership, psychological capital and harmonious work passion. The research results are helpful to enrich the relevant research on resilient leadership and employees' deviant innovation, help managers better identify and manage employees' behaviors, pay attention to and reasonably guide employees' deviant innovation, and fully stimulate the innovation potential of enterprises.

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